Lean Startup Movement Principles
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Presentation by Eric Ries to kick off the 2011 Startup Lessons Learned conference #sllconf. Livestream here: http://www.justin.tv/startuplessonslearned
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Lean Startup Movement Principles
- 1. #sllconf Welcome to the Lean Startup Movement#leanstartup Eric Ries (@ericries) http://StartupLessonsLearned.com
- 4. Minimum Viable Product Fundhttp://www.hbs.edu/news/releases/mvpwinners2011.html
- 8. BYU
- 10. Coming September 13, 2011 http://lean.st or http://bit.ly/LeanStartupBook
- 11. Watch what happens behind the scenes & see every experiment we’ve run at: http://lean.st
- 12. Lean Startup Principles Entrepreneurs are everywhere Entrepreneurship is management Validated Learning Build – Measure - Learn Innovation Accounting
- 13. Lean Startup Principles Entrepreneurs are everywhere
- 18. Lean Startup Principles Entrepreneurs are everywhere Entrepreneurship is management
- 23. I’
- 26. They started out as digital cash for PDAs, but evolved into online payments for eBay.
- 27. They started building BASIC interpreters, but evolved into the world's largest operating systems monopoly.
- 28. They were shocked to discover their online games company was actually a photo-sharing site.
- 30. Lean Startup Principles Entrepreneurs are everywhere Entrepreneurship is management Validated Learning
- 32. Lean Startup Principles Entrepreneurs are everywhere Entrepreneurship is management Validated Learning Build – Measure - Learn
- 33. Minimize TOTAL time through the loop
- 34. There’s much more… Build Faster Unit Tests Usability Tests Continuous Integration Incremental Deployment Free & Open-Source Cloud Computing Cluster Immune System Just-in-time Scalability Refactoring Developer Sandbox Minimum Viable Product Learn Faster Split Tests Customer Development Five Whys Customer Advisory Board Falsifiable Hypotheses Product Owner Accountability Customer Archetypes Cross-functional Teams Semi-autonomous Teams Smoke Tests Measure Faster Funnel Analysis Cohort Analysis Net Promoter Score Search Engine Marketing Predictive Monitoring Measure Faster Split Tests Continuous Deployment Usability Tests Real-time Monitoring & Alerting Customer Liaison
- 36. The Toyota Way http://bit.ly/thetoyotaway
- 37. The Startup Way
- 38. Lean Startup Principles Entrepreneurs are everywhere Entrepreneurship is management Validated Learning Build – Measure - Learn Innovation Accounting
- 40. Measure how customers behave right nowTune the engine - Experiment to see if we can improve metrics from the baseline towards the ideal Pivot or persevere - When experiments reach diminishing returns, it’s time to pivot.
- 41. Questions How do we know when to pivot? Vision or Strategy or Product? What should we measure? How do products grow? Are we creating value? What’s in the MVP? Can we go faster?
- 42. Coming September 13, 2011 http://lean.st or http://bit.ly/LeanStartupBook
- 44. Startup Lessons Learned Blog
- 46. Getting in touch (#leanstartup)
- 52. Myth #1 Myth Lean means cheap. Lean startups try to spend as little money as possible. Truth The Lean Startup method is not about cost, it is about speed.
- 53. Myth #2 Myth The Lean Startup is only for Web 2.0/internet/consumer software companies. Truth The Lean Startup applies to all companies that face uncertainty about what customers will want.
- 54. Myth #3 Myth Lean Startups are small bootstrapped startups. Truth Lean Startups are ambitious and are able to deploy large amounts of capital.
- 55. Myth #4 Myth Lean Startups replace vision with dataor customer feedback. Truth Lean Startups are driven by a compelling vision, and are rigorous about testing each element of this vision
- 56. Lean Startup Principles Entrepreneurs are everywhere Entrepreneurship is management Validated Learning Build – Measure - Learn Innovation Accounting
- 58. Allows us to achieve a big vision in small increments without going in circles
- 59. Requires a commitment to iteration
- 61. Continuous Deployment Principles Have every problem once Stop the line when anything fails Fast response over prevention
- 63. At IMVU time from check-in to production = 20 minutes
- 64. Tell a good change from a bad change (quickly)
- 65. Revert a bad change quickly
- 66. And “shut down the line”
- 67. Work in small batches
- 68. At IMVU, a large batch = 3 days worth of work
- 70. Everyone has a complete sandbox
- 71. Continuous Integration Server (BuildBot)
- 72. All tests must pass or “shut down the line”
- 73. Automatic feedback if the team is going too fast
- 75. Monitor cluster and business metrics in real-time
- 76. Reject changes that move metrics out-of-bounds
- 77. Alerting & Predictive monitoring (Nagios)
- 78. Monitor all metrics that stakeholders care about
- 79. If any metric goes out-of-bounds, wake somebody up
- 80. Use historical trends to predict acceptable bounds
- 81. When customers see a failure
- 82. Fix the problem for customers
- 85. Get lots of them signed up
- 86. Make a lot of money
- 87. Realize a big vision; change the world
- 89. build a great product with enough features that increase the odds that customers will want it
- 90. Problem: no feedback until the end, might be too late to adjust
- 91. “Release early, release often”
- 92. Get as much feedback as possible, as soon as possible
- 94. Avoid building products that nobody wants
- 95. Maximize the learning per dollar spent
- 97. Allows us to achieve a big vision in small increments without going in circles
- 98. Requires a commitment to iteration
- 100. SEM on five dollars a day
- 102. Paper prototypes
- 105. Visionary complex: “but customers don’t know what they want!”
- 108. Ask “why” five times when something unexpected happens.
- 109. Make proportional investments in prevention at all five levels of the hierarchy.
- 112. Has to be simple enough for everyone to use and understand it
- 113. Make creating a split-test no more than one line of code:if( setup_experiment(...) == "control" ) { // do it the old way } else { // do it the new way }
- 115. Accessible
- 119. Avoid building products that nobody wants
- 120. Maximize the learning per dollar spent
- 122. Allows us to achieve a big vision in small increments without going in circles
- 123. Requires a commitment to iteration
- 125. Has to be simple enough for everyone to use and understand it
- 126. Make creating a split-test no more than one line of code:if( setup_experiment(...) == "control" ) { // do it the old way } else { // do it the new way }
- 128. Accessible
Editor's Notes
- I’m not leaving you, I’m pivoting to another man
- Conference structure
- Truth: The Lean Startup method is not about cost, it is about speed. Lean Startups waste less money, because they use a disciplined approach to testing new products and ideas. Lean, when used in the context of lean startup, refers to a process of building companies and products using lean manufacturing principles applied to innovation. That process involves rapid hypothesis testing, validated learning about customers, and a disciplined approach to product development.
- Truth: The Lean Startup methodology applies to all companies that face uncertainty about what customers will want. This is true regardless of industry or even scale of company: many large companies depend on their ability to create disruptive innovation. Those general managers are entrepreneurs, too. And they can benefit from the speed and discipline of starting with a minimum viable product and then learning and iterating continuously.
- Truth: There’s nothing wrong with raising venture capital. Many lean startups are ambitious and are able to deploy large amounts of capital. What differentiates them is their disciplined approach to determining when to spend money: after the fundamental elements of the business model have been empirically validated. Because lean startups focus on validating their riskiest assumptions first, they sometimes charge money for their product from day one – but not always.
- Truth: Lean Startups are driven by a compelling vision, and they are rigorous about testing each element of this vision against reality. They use customer development, split-testing, and actionable analytics as vehicles for learning about how to make their vision successful. But they do not blindly do what customers tell them, nor do they mechanically attempt to optimize numbers. Along the way, they pivot away from the elements of the vision that are delusional and double-down on the elements that show promise.
- I’m not leaving you, I’m pivoting to another man